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Trend of partners threatening to "leave the system" unless we make the changes they want to see - a sort of bullying to get what they want.

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How we come together

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This document could help describe the mechanism or process to put an end to disrespectful behavior in meetings. It isn't clear with our partners at multiple levels, what steps staff can and should take when they are disrespected by partners

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Making a safe place a priority, especially as we invite community members into our meetings. A safe place needs to be established in order to hear all voices.

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We need a good balance between having something that provides boundaries for behavior, but also doesn't scare partners into ever working with the Partnership because we have this document

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- Lack of honest feedback from our partners or feedback provided in a disrespectful way, or even behind our backs
- Use of subtle bullying, microaggressions or even shame to exert power and influence to get the decision or action one partner/group wants
-lack of consequences or pathway to get support

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Puget Sound recovery has set precedents of toxicity that are engrained in our structures, institutions, and culture

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Princles of Engagement

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Everyone comes from a different background and has their own values and beliefs. This could impede individual implementation, especially if some staff do not agree with it.

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+ Level of seniority dictates how much respect you are given
+ Lack of interventions and naming poor behaviors
+ The same individuals acting a fool without any perceived consequences
+ Too overworked/in survival mode to address poor behavior appropriately or timely

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As we look to expand the involvement from historically underrepresented communities and community based organizations, meeting structures, jargon and tone may be percieved as a hostile environment.

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Sometimes it feels like communicating our values and principles are often performative and for political face

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mental health challenges for staff, need for greater psychological safety in the workplace, trust between teams

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I think because we don't have clear guidance on how to handle these situations, it makes it hard to know how to move forward.

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Staff may have important, thoughtful points and informatiion to contribute, but won't if not a part of the agenda. In-house expertise gets overlooked. Speaking from experience!

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+ Lack of accountability
+ Lack of clear and standardized consequences for partners who cross boundaries.
+ Steps managers need to take to protect lower-level/non-supervisory staff
+ "This is just the way it is" mentality which is sooo toxic, particularly in the Action Agenda world

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Communication expectations

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The Agency has done some work to communicate our values internally, but it seems we are almost silent or not consistent in communicating our values/principles with external partners.

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More community engagement. We may be interacting with communities that we typically have not done before

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We're seen as having been inconsisent with our partners and messaging. We've been (by some) seen as nonresponsive to critial issues and that we could be pushing important issues more aggressively.

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There are no consequences and/or support for staff, especially, lower-level/non-supervisory staff when it comes to combative or adversarial partners. The assumed status quo is to take their beratement and then bend over backwards/quell to their requests, regardless of how unreasonable. The mental health of PSP staff should be the highest priority.

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I fear we have developed a culture of putting up with any kind of negative treatment because no one knows what to do about it.

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Our ability to succeed in our mission depends on being able to create safe spaces where healthy dialogue and different viewpoints are shared, considered and many staff have felt unsafe or disrespected in meetings

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Since I do a lot of behind the scenes work with partners, I don't often deal with them directly. That being said, the group I have worked with the most has shared that their partners "don't take us seriously" because that particular team has experienced some steady turnover, which does make it hard for them to fully grasp expectations at times.

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I'm still fairly new, so I am not extremely familiar with our values and principles as an agency.

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A clear communication on meeting norms. We can make the space for conlfict, but not aggression.

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The agency purports to have a value system but seldom adheres to it; leadership conducts themselves behind a veil of integrity and equity, but there is a significant lack thereof.

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A lot of internal work is being done around updating the Board priorities, the HEAL Act, PEAR, and -soon- Justice 40. This is an opportune time for reflection on the internal dynamics and goals  of our management conference.

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Some interactions with partners has been progressively combative and they do not always align with our goals for a respectful workplace. These interactions can be a barrier to being productive.

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Lack of authority; non-regulatory; lack of purpose; no specific niche

Generally, I think our partners at least those that I work with view our agency and partnership staff as having questionable purpose; many partners treat PSP staff like punching bags and are frequently disrespectful.

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From what I am understanding, some relationships with partners are difficult and even disrespectful. I challenge this to say: Why not now? Every human deserves to feel respected and valued.

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Code of Ethical and Professional Standards, The Way We Do Business, Living Our Values, etc.